Dylan Leonard Brown is all of 30, with a master’s in psychology and an expansive résumé that includes three years working as an estate manager for a former ambassador and overseeing a household staff of 12, along with three properties, one yacht, numerous automobiles and a multimillion dollar annual budget. Mr. Brown also planned around 100 events every year, including a three-day colloquium on human trafficking and an orchestral concert. (The ambassador was an amateur composer, so Mr. Brown hired an orchestra and choir, auditioned soloists and hired street canvassers to hand out fliers at the Gay Pride Parade in Boston to drum up interest.)

Now he is working for a family in the Denver area whose money comes from the tech industry, overseeing their six properties and the renovation of their primary residence, a 33,500-square-foot house for which he is also hiring staff.

Then there’s Brenda, 51, who has an M.B.A. and an undergraduate degree in accounting. She is the estate manager for a family based in New York, running a mega-property with a staff of 14, including five housekeepers, one personal assistant and a chef. (She asked that her last name not be used to protect the identity of her employers.)

On the West Coast, the 50-something chief of staff for a young billionaire has a master’s in divinity from an Ivy League university and more than a decade of experience working for an East Coast billionaire. (He declined to be named at all, for the same reason.) He describes his job, which pays in the mid-six figures, as “managing the managers,” the scope of which includes the oversight of the private staff in the family office, along with estate managers, housekeepers and nannies — more than 40 in all, all of whom enjoy a lush benefits package, including a 401(k) plan that is competitive with any you would find in the corporate world.

Say hello to the New Domestics, armed with a quiver of graduate degrees and a corporate mind-set, or at the very least a grounding in organizational psychology, social work and finance. Their skill sets reflect the new reality of private service, which aims to mimic the systems and structures of the corporate world.

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CreditIllustration by The New York Times

Plus, they can still do your flowers.

Kimberly Sexton, 44, a conceptual sculptor, private art adviser and estate manager with an M.F.A. and an undergraduate degree in psychology and philosophy, said you might call her a domestic chief executive. She can buy your real estate, and decorate it, too. “I help people implement their vision,” she said.

Wealth has always insulated, but the copious amounts of money now being amassed by the richest of the rich, and the responsibilities that come along with managing and dispersing all that money — the investments, foundations and philanthropies, the multiple, massive properties and their upkeep — require ever more oversight from human capital with skills beyond what you would accrue in old-fashioned butler school. Those are needed, too, though. (Brenda, the estate manager in New York, ticked off a few of the still-prized domestic arts: staff management, first aid, butlering, nannying, care of fine art and antiques, table manners, etiquette, floral design, wine service and chauffeuring.)

Last year, according to the Credit Suisse Wealth Report, more than 45,000 Americans had a net worth of over $50 million, up from nearly 38,000 the year before. (If you top $50 million, in Credit Suisse’s prosy parlance, you are officially an Ultra High Net Worth individual.)

“Our clients apply the best practices of their business life to their household life,” said Peter Mahler, of Mahler Private Staffing, a 20-plus-year-old firm with offices in four cities, including New York and Los Angeles. “In a household with lots of moving pieces and a significant budget, you have to have clear controls.”

Mr. Mahler said that his clients — about 900 families, up from 300 seven years ago — typically have four or five houses with staffs ranging from nine to 25.Personnel expenses can be as much as $2 million annually, he said, and operating expenses for multiple residences can exceed $5 million.

Many in private service say their jobs come with employee handbooks laying out job descriptions and expense policies. “You have to go to the corporate world to have clear controls,” Mr. Mahler added, otherwise clients might end up as the British cookbook author Nigella Lawson did last year, with a legal case against her personal assistants. (One of the side dramas of the domestic goddess’s divorce from Charles Saatchi was a fraud charge against the two sisters who worked for the couple and were accused of charging over $1 million worth of clothing, designer bags and vacations on the couple’s credit cards; the two were cleared in December.)

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Dylan Leonard Brown, an estate manager for a family in the Denver area, is supervising the renovation of a 33,500-square-foot property there.CreditTerry Ratzlaff for The New York Times

Estate managers and chiefs of staff are at the top of the domestic pyramid. By definition, said Matthew Haack, who founded the Domestic Estate Management Association, or DEMA, in 2007, an estate manager is someone who oversees a property of more than 10,000 square feet or oversees multiple properties, which might include a yacht and a jet.

“It requires you to be a person who is meticulous and very detail-oriented,” Mr. Haack said. “We see all backgrounds in this industry, from former military to white-collar professionals. The bar is higher and higher. The key thing is the change in technology. There’s a dramatic change in the makeup of these estates over the last 20 years that has gradually changed the skill set for someone who is an estate manager.”

DEMA, which now has 2,000 members, held its first conference a year ago November, a rare group opportunity in an industry cloaked in secrecy. Members shared horror stories and sources: how to find the best security detail in, say, Majorca, or the finest staffing agency for nannies who used to be teachers.

Steven Laitmon, the co-founder of the Calendar Group, a 12-year-old private service agency in New York and Westport, Conn., said that while the titles have changed — from butler or major-domo to house manager or chief of staff — “the substantial nature of these jobs is about personal service and making sure the client has every need met. Someone called yesterday for an estate manager, and then they called back and said, ‘It’s chief of staff.’ They want someone with a high emotional IQ who can also get the business piece.”

He added: “What happened during the recession was an aggregation of responsibilities under one job. Post-recession, it’s more about getting the right team in place and having people doing different functions that they’re good at. We’re heading back to the hyper-specificity of the pre-recession years. We just placed a Yale graduate with an M.F.A. in a six-figure job as an art curator for someone with an extensive collection. But that requires an overseer, a private advocate who can cut through the noise.”

Peruse the job listings on the various agency sites and you might see positions like videographer, lifestyle consultant or director of technology. That technology position was advertised late last year by Society Staffing, a decade-old firm in Manhattan. With a salary range from $150,000 to $200,000, the job had responsibilities that included managing “a full scope of smart home technology, electronics and computer systems” for a family office and five properties. It was filled, said Robert Parry, who runs Society Staffing, by a man in his 30s with an I.T. background who had been working for a hedge fund. It was his first private-service position, Mr. Parry added.

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Mr. Brown, with the project manager, Seth van Nostrand.CreditTerry Ratzlaff for The New York Times

“We are very specialized and work exclusively with a lot of families,” he said. “They are discussing with us very detailed job descriptions, because their needs are changing all the time. They need someone who can manage their digital life but who is also multilingual, because they’ve just purchased a home in the South of France and they need someone who can deal with the vendors.”

And finally, he said, “They want to make sure their life stays private,” which is why so many of these positions are full-time.

Oh, to be in the .01 percent, and be able to outsource the management of your digital life. How about system upgrades? Or waiting on hold with Verizon for an hour?

“That’s called the family assistant,” Mr. Mahler said. “The children are between 13 and 17, and Mom could use some help driving and doing errands. But when they are at home, it’s doing other tasks at a P.A. level. It’s not folding laundry so much as keeping a list of store credits, calling Verizon and being able to commit to an hour on the phone, or it’s January and it’s entering all the holiday card address changes.”

Whether it’s a butler or a nanny or a household manager, said Keith Greenhouse at the Pavillion Agency, a Manhattan firm, “Everyone wants someone who is experienced in household systems. Someone who can put together a photo album and organize their music. That’s second nature now.”

David Crimmins, manager of the Lindquist Group, a residential staffing firm with offices in New York City; Greenwich, Conn.; Palm Beach, Fla.; and Atlanta, said: “I’ve had clients looking for someone with the ability to curate and catalog photos, to ghostwrite a book. Or they need an estate manager with a construction and engineering background, but they can hire the nanny, who of course has to have a background teaching early education. It can get very specific.”

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Laura Murphy is the estate’s horticulturist.CreditTerry Ratzlaff for The New York Times

Salaries for these high-level domestic positions can run into the mid-six figures for a chief of staff. And housekeepers’ salaries now top $90,000, said Andrew Lowrey, a British-born former butler and estate manager whose private staffing agency, based in Baltimore, is called Precise Home Management. An estate manager can start at $150,000 and range up to $250,000, depending on the number of staff members and properties he or she is overseeing. Benefits are generous and come with what Brenda, the estate manager in New York, described as “hardship pay.”

“It is not uncommon for a family to pay holiday bonuses to its employees, along with 20 percent performance bonuses to its salaried employees at the end of each anniversary year,” she said. “This helps make up for the 12-to-14-hour days, or having to work the weekend at the last minute because the kids want to have a pool party, or having to walk the dog in subzero weather because the principal hates to be cold, or searching for batteries at 11 p.m. because the TV remote in one of the bedrooms is not working.”

For the last decade, Donna, 57, has been an estate manager for a couple in Florida. (Like others interviewed for this article, she declined to provide her full name to protect the identity of her employer.) She is not above making the boss an egg salad sandwich or remerchandising his closet, as she is a retailer at heart, having trained as a buyer for Macy’s and worked for years as an account executive at Revlon and other cosmetics companies. But she is more likely to be found on the phone with the meteorologist at NetJets, trying to schedule the couple’s flights in between storms, or supervising repairs on their many properties.

“I have spreadsheets on each house,” she said, and she also oversees their detailed calendars. “I have a lot to say about a lot of things. I tell them where they’re going, at what time and who they’re meeting. I reconcile four of their credit cards, oversee staff in all the houses. I work my behind off,and I would walk through fire for them.”

She recalled a friend protesting when she considered taking the job 10 years ago, and his warning to her, “You’re always going to be the help.”

To which Donna replied, “Unless you own your own business, you will always be the help.”

Correction:

An earlier version of this article misstated the age and one of the locations of the Calendar Group, a private service agency. The agency is a 12-year-old agency in New York and Westport, Conn., not a 22-year-old agency in New York and Greenwich, Conn.